Executive business review (EBR) template: 10 slides that make the renewal case
Free to use and adapt for your own work.
Slide 1 of 13
Rollstack team, reviewed by Nabil Jallouli Updated Nov 11, 2026
An executive business review is the meeting where your customer's economic buyer decides whether to renew and expand. It has to prove value in their numbers and end with a proposal. This template gives you 10 slides that do both: the success plan, the value you measured together, adoption, their feedback, next year's goals and the ask.
EBR or QBR?
Both are business reviews with a customer. They differ in who is in the room and what they decide.
| Quarterly business review (QBR) | Executive business review (EBR) | |
|---|---|---|
| Audience | The day-to-day owner and their team | The executive sponsor and the economic buyer |
| Cadence | Every quarter | Once or twice a year, 90 to 120 days before renewal |
| Focus | Adoption, support, next quarter's plan | Outcomes, measured value, next year, the commercial proposal |
| Decision | What to do next quarter | Whether to renew, expand or change course |
| Template | QBR template | This page |
Most teams run both. The QBRs collect the evidence; the EBR turns it into a business case.
The 10 slides
| # | Slide | What goes on it | Data you need |
|---|---|---|---|
| 1 | Executive summary | Value delivered, goals met, adoption, and your proposal in one line | Value model, success plan, product analytics |
| 2 | Success plan | The goals agreed at kickoff, each with baseline, target, result and status | Kickoff notes, the customer's own systems |
| 3 | Value delivered | Annual value as a bridge from each source of value to the total | Time studies, finance data, the value model |
| 4 | Adoption | Active users since launch and how many features are in regular use | Product analytics |
| 5 | Adoption by site or team | Where adoption lags and the plan to close the gap | Product analytics by account hierarchy |
| 6 | Support | Response time, resolution, satisfaction and the most common request | Support desk |
| 7 | Your feedback | What they asked for this year and what happened to each request | Product board, support desk |
| 8 | Next year's plan | Four milestones, one per quarter, each tied to a goal | Joint account plan |
| 9 | Next year's goals | Shared goals, each with an owner on both sides | Joint account plan |
| 10 | Proposal and next steps | The renewal and expansion proposal, what you need from them, dated steps | Account plan |
| A | Appendix | How each value line was calculated and who validated it | Value model |
The file has 13 pages: these 10 slides plus a cover, an appendix and a how-to slide you delete before presenting.
What makes an EBR land
Build the value number with them. The value slide only works if the customer's finance team would sign it. Agree the method before the meeting, use their data where you can, and put the calculation in the appendix. A smaller number they trust beats a large one they dismiss.
Keep the success plan honest. Show the goals exactly as agreed at kickoff, including the one you missed, with the plan to finish it. Rewriting goals after the fact is the fastest way to lose an executive.
Show that you listened. The feedback slide, with each request and its status, builds more trust than any roadmap slide.
Separate the plan from the ask. Next year's goals stand on their own. The proposal comes last, and it should not surprise your champion: walk them through it the week before.
Write for a 10-minute read. Executives read the deck before the meeting. Send it two days ahead and spend the meeting on next year.
Mistakes we see most often
- A feature tour instead of outcomes.
- Usage numbers with no line to a business result.
- Value claims the customer's CFO cannot trace.
- An ask that appears for the first time on the last slide.
- A deck built by hand in the week before the renewal, so only the largest accounts get one.
Prepare an EBR for every renewal
Most teams can only build EBRs by hand for their top accounts. The rest renew on an email. With Rollstack, every account renewing in the next quarter gets a deck with its own numbers.
- Open this template in Rollstack, or your own EBR deck, and connect your product analytics, CRM, support desk and value model. Rollstack works with warehouses, BI tools, spreadsheets, documents and any source with an API.
- Map slides 1 to 7 to their sources once, filtered by account.
- Create one version per account renewing in the next 90 days with Bursts.
- CSMs write the summary line, the plan and the proposal. Every number stays linked to its source, with the time it was last synced.
- Refresh the morning of the meeting so the numbers are current.
ChannelSight cut the time it spends preparing QBRs by 75% with Rollstack. CarGurus delivers tailored reporting to more than 30,000 dealer partners.
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What our customers say
“We now spend 80% of our time generating insights instead of compiling data. The quarterly business review decks we generate with Rollstack easily drive our most valuable client meetings.”
Nader KhalilDirector of Field AM, CarGurus“What I love about Rollstack is how it makes it so easy to gather analytics and create client decks. It saves me time and helps me put together everything I need quickly, which my clients really appreciate.”
Claudia BergqvistCustomer Success Manager, Swapcard“Rollstack has been a highly effective tool for our team and company. It has simplified the process of keeping recurring slide decks updated with the latest data, resulting in a noticeable improvement in efficiency and productivity. The tool has streamlined our workflow and saved us valuable time.”
Michael KesslerDirector Business Operations, KargoCommon questions
What is an EBR (executive business review)?
A meeting with a customer's executives, usually once or twice a year and ahead of a renewal. It reviews the outcomes delivered against the goals agreed at the start, and sets the goals and commercial terms for the next period.
What should be in an EBR deck?
An executive summary, the success plan with results, the value delivered, adoption, support, the customer's feedback, next year's plan and goals, and a proposal with next steps. The value calculation goes in the appendix.
How is an EBR different from a QBR?
A QBR is quarterly and operational, for the people who use your product. An EBR is for the executive sponsor and the economic buyer, focuses on outcomes and value, and ends with a renewal or expansion proposal.
When should you run an EBR?
Once or twice a year. Hold the one before renewal 90 to 120 days ahead, so there is time to act on what you hear.
Who should attend?
On the customer's side, the executive sponsor, the economic buyer and your champion. On yours, the account executive, the CSM and an executive sponsor of your own.
How do you calculate the value delivered?
List the sources of value the customer cares about, such as hours saved, fewer errors, faster cash collection or retired tools. Agree a method for each with their finance team, use their data where possible, and show the method and the validator in the appendix.
Get the template
Free to use and adapt for your own work.
Native PowerPoint charts and tables, sample data from a fictional customer, and speaker notes on every slide. Using Google Slides? Upload the file to Drive and open it with Google Slides; charts arrive as pictures, everything else stays editable, so it's best in PowerPoint.
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About Rollstack.
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Executive business review (EBR) template: 10 slides that make the renewal case · 13 pages
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